Share your vision to get staff buy-in
By Timothy J. Gay, DC

A busy, thriving practice is a direct reflection of you and your staff being on the same page in every facet of your clinic’s operation and treatment of patients.

But, how do you get every staff member to “be on the same page”? The answer lies in sharing your vision, establishing your mission, and stating your purpose.

• Sharing your vision. Close your eyes and visualize your perfect practice. What does it look like? Does it look different in five years or 10 years?

You may have a distinct picture of your perfect practice, but to make sure your staff members “see” it the same way you do, get input from your staff as you develop this vision. Find out what they consider to be “perfect.” They may be able to add elements to the vision you had not thought of. So your vision may change and solidify, and at the same time, as you gather input, you garner your staff’s acceptance and buy-in.

Buy-in to your vision is important because the vision is what you work toward achieving. Everything you and your staff do is aimed at achieving the vision.

Once you develop a vision, synthesize it to its key elements and write it down so everyone knows and can agree on it.

An example of a vision statement: “We have one ambition: To operate a clinic that provides the best service we can to our patients.” 

• Establishing your mission. The mission tells how you will accomplish your vision. The vision is a future statement; the mission is “in the now.” Add the mission statement to the statement of your vision.

An example of a mission statement: “We achieve this by giving our patients educational tools and healthy results from the chiropractic care they receive in our office.”

• Stating your purpose. Once you have a statement of vision and mission, indicate the purpose of the functions of the clinic.

An example of a purpose statement: “As we work toward achieving our mission, we have as our purpose to put into place systems and procedures that will enhance the patient experience in every way possible.”

Then, carry the purpose statement down to the level of each individual job. Ask each staff member to write a purpose statement of his or her position as it relates to the vision and mission of the clinic.

HOW TO USE YOUR STATEMENT

In essence, the vision and mission statements become the framework of your practice rules. Write them down, frame them, and post them throughout the office, including your reception area and treatment rooms. Publish it in your practice brochures and on your Web site. Pronounce them to your patients as a pledge to them as well as to yourself.

Publicizing your mission in this way:

• Sends a clear message. Your patients and potential patients know what to expect from you and the rest of your team; and

• Reinforces the importance of the mission to your staff members. If any staff member starts to develop aberrant work habits inconsistent with the statement, the mission statement gives you leverage as a discipline tool.

Refer to the statement frequently, but especially when problems such as tardiness or unfinished projects arise or when reminder calls to patients are left for later.

Expect everyone on your team to be able to recite the vision and mission of the practice and the purpose of their job function. Make this expectation part of their jobs and their ownership in their position.

The mission statement helps center your team, and that, in turn, helps them get things done efficiently and effectively. When the practice operates in an orderly manner, with “everyone singing from the same page,” everyone gains a higher level of self-esteem. 

Take the time to put your name and motive on your practice; it will mean everything to you, your staff, and those that make your practice what it is — your patients.

Timothy J. Gay, DC, is the founder of Ultimate Practice. A respected and nationally recognized speaker, he holds many seminars around the country on a variety of topics. He can be reached by phone at 866-797-8366, by e-mail at timothygaydc@ultimatepractice.com, or through his Web site,  www.ultimatepractice.com.